.avif)
Employees are always kept up to date on organisational developments and colleagues' good news, as well as getting the opportunity to ask questions and feedback. There's an internal comms platform where staff can post photos and share ideas, quarterly staff briefings and listening sessions, weekly team meetings and regular formal and informal one-to-ones.
Managers can access external leadership training programmes via ILM or ION. Internal masterclasses offer guidance on line management and employment processes, and all members of the Senior Leadership Team are undertaking coaching and mentoring qualifications. NWH also provides secondment opportunities and the chance to work on cross-team projects.
A focus charity is chosen annually, with the latest being RNLI Wales. There are several charity events throughout the year in and outside work. These have included dragon boat racing and family get-togethers. NWH also supports individual schemes to fundraise and organise their own community benefit events.
The Royal Mint encourages a strong team spirit. Through initiatives such as Fancy Dress Fridays and Picture of the Month competitions, The Royal Mint fosters fun and belonging within teams.
The Royal Mint prioritises employee wellbeing through its Wellbeing Plans. Initiatives such as the Golden Hour, weekly virtual yoga sessions, and rules against emailing outside of working hours, all contribute to a healthy work-life balance.
The Royal Mint remains dedicated to giving back to society. Its employees actively participate in various charity events, such as football festivals and flea markets for MIND, and work with Maggie's cancer charity.
Ashton Gate ensures a fair deal for employees by annually reviewing pay scales. In 2023, the organisation was able to enhance pay by 3% across the group, demonstrating its commitment to fair compensation.
Ashton Gate prioritises wellbeing, providing services like Health Assured and Able Futures for mental, physical, and financial advice. It also hosts Wellness Weeks, featuring activities like meditation and pilates, to promote a healthy work environment.
Ashton Gate believes in giving back to the community. Post-match day events see excess food donated to local food banks. The organisation also strives to reduce its environmental footprint through initiatives like Project Whitebeam.
The company has a social committee tasked with arranging all events, from summer and winter parties to dinners, bowling, competitions, karaoke and escape rooms. And staff don't need to worry about being out of pocket as there's a £250 social budget set aside for everyone.
New recruits are made to feel welcome before they start with a special pack and regular updates. On day one, they get all the equipment they need to hit the ground running and gifted merchandise. As an ice-breaker, a Q&A with them is shared on internal channels, and their manager treats them to lunch.
Employees get an annual Airtime Rewards-sponsored day to volunteer or fundraise for charity. The company donates a minimum of £500 when colleagues complete charity events. And when an employee's completed their probation, the company contributes to the charity they mentioned in their new starter Q&A.
Youth Sports Trust prioritises employee wellbeing with initiatives like Wellbeing Champions, Active 30 team, and Menopause Champions. It has also developed a Wellbeing policy and a Wellbeing Charter to support its staff's mental, emotional, and social wellness.
Leadership at the Trust is committed to living out the organisation's values, promoting them during corporate inductions, training, and staff reward programmes. They further demonstrate responsibility through the creation of an employee engagement action plan.
Youth Sport Trust gives back to society through initiatives like the Generation Charnwood project, which focuses on enhancing the wellbeing and life chances of local young people. The organisation also promotes sustainable and active lifestyles through staff wellbeing initiatives.
KP Snacks demonstrates its commitment to fair treatment through financial support initiatives in collaboration with Grocery Aid, offering financial grants and a one-off cost of living payment to colleagues earning £35,000 or less per annum.
KP Snacks' leadership ensures transparency and clarity through regular updates on the KP4ME portal and on-site townhall meetings. They promote organisational values and provide strategic direction, enhancing employee engagement.
KP Snacks' 'Community Heroes' initiative encourages employees to support local community projects. Additionally, the company's sustainable strategy, 'People & Planet', highlights its commitment to environmental responsibility.
Open GI champions a blended learning approach. It believes development happens in everyday interactions, not just through formal learning. Employees are encouraged to be insightful and make the most of every opportunity. The company’s personal growth resources include webinars and podcasts, as well as a wide range of content on its learning management system.
Wellbeing initiatives have continued to take place as part of a calendar of events. There have been initiatives centring around blood pressure, grief and loss, ADHD and Mental Health Awareness Week, amongst other important issues. There have also been improvements to the wellbeing section on the company intranet.
The company hosted a "sustainability day" to raise awareness about how employees can be more eco-friendly, inside and outside work. During the event, Open GI launched its electric vehicle and hybrid car leasing scheme, through which employees can buy an EV or hybrid vehicle at a reduced price through salary sacrifice.
As the firm is employee-owned, all staff are entitled to an equal profit share bonus each year. Employees also get gift vouchers on milestone birthdays, weddings and for babies. At Christmas, staff can choose a voucher or donate to a food bank. And there are plenty of sweet treats and free breakfasts at quarter end.
A newly refurbished office with employee breakout spaces and gardens encourages a social, friendly atmosphere and teamwork across the business. And Whitecode Consultancy takes on a fun family feel with a variety of social activities across the year, such as a summer party and quiz nights.
Questions and feedback are encouraged at the monthly business-wide breakfast meetings. Staff are updated on company progress and have the opportunity to make suggestions. Any issues raised are addressed asap, and progress updates are given at the next meeting. There are also weekly team meetings to discuss workload and any problems.
‘Whitcode Wishes’ is the consultancy’s own charity. It raises funds to make hampers and buy Christmas presents for underprivileged children to spread festive magic and support as many families as possible. And in terms of ‘giving something back’ to the environment, the company aims to be recognised as a leader in environmental design.
The induction of new recruits is both remote and face-to-face. There’s a series of digital ‘team talks’ with team members from across the business and regular HR check-ins to make sure they’re settling in well. And like all employees, they get access to an online training platform personalised to their role and level.
Managers get bespoke support depending on their development needs with access to various external tools and training opportunities via their line managers. There are expert HR manager briefings to support them and established workflows to help them navigate any complex people management issues.
Teleware has recently achieved carbon-neutral status and is now helping its customers do the same. Moving to a remote-first model, reducing travel and waste and office downsizing has vastly reduced its carbon footprint. The company’s also planted around 130 trees as part of an environmental initiative.
July 2023 saw the first NYLON Week, with the US team coming over for the summer party and a week of in-person collaboration. There are many smaller team-building initiatives too, likely weekly lunches with pop-up food stalls. And the Pride Employee Resource Group is the company's largest, with LGBTQIA+ members sharing experiences and organising events.
'The Golden Pen' is the company's weekly recognition award – an opportunity for teammates to celebrate each other's work. During the Monday meeting, the 'pen' is awarded by the previous holder, with the CEO giving the winner a shoutout. All winners from the previous four weeks get a voucher prize in the monthly meeting.
'Papier with Purpose' is the company's CSR programme encouraging employees to give back to the local community through paid-for volunteering days, as well as being charitable and mindful of environmental impact. Initiatives include mentoring young people to help them into the creative industries, donating excess stock and giving a proportion of card sales to charity.
Its new Consultus Way of Working (WoW) encourages proactive communication between teams. It is a collection of tried and tested tools and techniques to help its business encourage continuous improvement. It covers everything from first-time managers struggling to set their team objectives to implementing RACI as part of project delivery.
Consultus has many success stories such as Alison’s. Since starting as a receptionist, she has had several promotions, and she now holds a director position at the company. "Working for Consultus provides huge opportunity for its employees and I am living proof that through hard work, focus, and determination the sky is the limit.”
Consultus supports many charities such as Hope Against Cancer. More recently, it became involved in clean and green schemes in Leicester city centre and became a sponsor of Maidenhead United Football Club and attends match days to raise more money for Hope Against Cancer, raising over £500.
It has action groups such as S.H.E Champions, a charity committee, and a wellness group which actively engage employees in activities and projects aimed at promoting wellbeing, diversity, charitable endeavours, and overall health. It also provides access to Medigold Occupational Health Support, offering employees valuable resources for managing their health.
Employees are encouraged to create a Personal VTO (Vision Traction Organiser), outlining their personal and career aspirations for the next one to five years. This document serves as the basis for a discussion with their manager, and any necessary training opportunities or flexible work arrangements required to support their personal objectives are identified and prioritised.
Voted for by staff, Dura’s local, environmental, and national charity partners are close to employee hearts. For 2023-2024, it has chosen to fundraise to support the work of EACH (East Anglia Children’s Hospices), Essex Wildlife Trust, and MIND. It also holds regular upcycling days and other well-publicised events to raise awareness of these charities.
The agency's monthly 'No Rest for the Liquid' company-wide meeting supports its 'integrated and collaborative working environment." Senior team members give business updates, and working groups lead interactive presentations to offer insight into their work and job roles. And there's a weekly newsletter celebrating birthdays, promotions, and what teams have achieved for clients.
Liquid has run a successful virtual work experience course for students interested in a career in public relations, highlighting the exciting work it does for its clients to attract potential new employees. It's also inviting students back into the office to get an all-around agency experience.
Liquid "strives to create a lasting, positive impact on communities." It helps local causes through donations and pro bono work and is currently supporting 17 local projects. Over the last four years, it's donated more than £400,000 to organisations such as Whitley Fund for Nature, the Cyrille Regis Legacy Trust and Acorns Children's Hospice.
CIMSPA’s wellbeing committee (Welbots) supports employees with signposting, awareness activities, and creating the opportunity for social interaction. Employees have access to a range of benefits including a healthy living allowance, access to the CALM app for themselves and up to 5 family/friends, an employee assistance program, and initiatives to get them out at lunchtime.
The organisation’s three core values (Respect, Quality, and Teamwork) sit at the heart of everything it does. It holds quarterly all staff team meetings, off-site, and at all these events it has team awards, one of which being the LOVE Award (Living Our Values Everyday), to acknowledge those who promote the organisation’s culture and values.
CIMSPA has put together a list of resources that people working in sport and physical activity can use to help people who have fled the war in Ukraine. Chief executive Tara Dillon says: "I believe sport and physical activity can be a lifeline for many who have arrived in the UK."
Personal Development is a huge part of life at G3, with all employees encouraged to learn and develop both new and existing skills through a hands-on training programme. This aims to develop the next generation of G3 employees, whether straight out of high school, recent graduates or current employees looking to progress within their roles.
Colleagues can look forward to quarterly team events, as well as half-year 'all expenses paid' parties and regular Friday feasts. On the last Friday of each month, one team is given the chance to choose an activity of their choice, whilst those seeking sport can join in on Tuesday's 5-a-side football matches followed by beers.
G3 works closely with the Prince of Wales Hospice in Pontefract, participating in a number of fundraising activities whilst also donating a portion of its profits to the charity too. Since 2019, the company has also worked with chosen charity partner, Martin House Children's Hospice, donating £1 for every car sold.
A new wellbeing team of reps from across Tees' offices is looking at ways to improve the firm's approach to health and wellbeing. There are regular internal and inter-business sporting events, and employees get a day off for their birthday and enjoy deals and discounts through the company's benefits platform.
With invitations to social events, new recruits are part of the Tees team before they even start. They get a thorough induction schedule to make effective connections from the get-go, and IT training is standard. A team lunch also supports them to have the best onboarding experience.
The new 'Tees Better Future Fund' offers grants of up to £5000 for projects that support learning and education and promote good health and wellbeing in Cambridgeshire, Essex and Hertfordshire. It builds on the good work the firm and its employees regularly undertake, whether charitable Pro Bono work or sponsoring community events.
Sipsmith hosts deep dive workshops led by HR and their managers on their specific team results and with the leadership team to better understand the results and develop an action plan for what improvements could be implemented. The actions taken enabled each team to manage their own engagement improvement plan to their specific needs.
The organisation has a committee dedicated to creating fun for teams to energise and engage them. It organises a monthly drinks event at its own bar on site which is themed differently depending on events, as well as organising an annual team sports day and team awards such as "the values champion".
Everyone in the Sipsmith team sets an annual Sustainability KPI for themselves working with their manager to deliver tangible improvements on their commitment to craft a better future. This means Sipsmith’s teams are actively rewarded through its pay and bonus model for meeting its environmental goals.
With a recognition-led culture, as well as benefits and salary, Searchability has a range of incentives to reward its employees for their efforts. This ranges from commission, achievers meals, weekend trips away, legend of the month awards, and its most recent Be Sound award – these are all led by colleagues.
As part of its wellbeing programme, Searchability has a weekly boxercise class which has encouraged new connections between colleagues. It has continued to host First Friday events which brings the whole company together for social interaction. It also recently held a charity day that included fancy dress and a bake sale.
Searchability has recently installed eco-friendly lighting systems in its offices and continues to support recycling initiatives. Additionally, it has removed plastic cups from its offices and continuously supports plastic waste reduction, giving all employees access to glass or refillable bottles to prevent single-use plastic.
Robinwood Activity Centres develop children as individuals and as members of a team, with safety, enjoyment, and learning are priorities. It aims to respond to customer feedback to provide the best customer experience and to respond to staff feedback to create the best place to work.
Employees are selected based on their values and personal qualities. Having made this selection, it has extensive training opportunities to ensure they develop the necessary skills. All group leaders complete a 6-week induction training course before they take sole charge of any groups of children, during which they are supported by a buddy.
The centre runs a travel to work scheme which incentivises either walking or cycling to work. Staff can raise money for charity by either walking or cycling to work and entering details of this on the staff website. Robinwood make donations which amount to several thousand pounds each year.
Employees enjoy regular events, campaigns and activities thanks to the employee-led and award-winning health and wellbeing group 'Hapus.' It's organised 'Brunch & Babble' sessions, wellbeing walks, online bingo, men's mental health breakfasts and 'Walk in My Shoes' learning lunches to help people find out about experiences and backgrounds different to their own.
Staff now find it easier to identify and request training. They can highlight opportunities at any time rather than having to wait for specific points in the year. RHA supports technical and leadership development and encourages employees to attend networks and conferences. It's investing in training provision to increase the number of courses available.
Staff are involved in numerous projects and fund-raising initiatives. These include walking more than 20 miles to Cardiff to raise money for tenants' Christmas hampers, working with a local organisation to help young people learn construction skills and involving more than 400 people in health and wellbeing sessions, from community walks to chair yoga.
Quanta’s leadership encourage employees to live by company values through its rewards and recognition scheme ‘Qudos’. This recognises employees who exemplify the organisation’s values and is celebrated throughout the business. The senior management team live and convey the values through internal communications and employee reviews of gathering feedback on themselves.
It has introduced LinkedIn learning for those employees who have requested training in specific areas. It has also recently launched a new mentor programme where employees are paired with senior members of the business to mentor and guide them with professional advice, development, and or within a specialist subject matter.
During the last year, it has run collections for the local children’s ward – including an Easter egg hunt. Employees held a number of bake-off events in the office as well as taking part in the dragon boat race for its local hospice.
The leadership team has developed a people charter. It holds an annual conference where all employees are invited to get together in person. It holds monthly team meetings which reinforce company values, mission, and objectives. These meetings have included the opportunity for employees to get involved in people and company strategies.
In terms of pay increases and rewards associated with performance, it offers a completely transparent promotion scheme to all employees. This enables consultants to fast-track their careers and reach Director-level at their own rate. The scheme is designed to be measurable and fair; employees also have promotion opportunities every six months.
Prime People continues to run its Salary Sacrifice scheme supporting a small orphanage in South Africa. One of its London team leaders has recently run a successful charity golf day to raise money for company charities. More employees have also run/walked 50 or 100k of the Thames Path to raise money.
PICs' health and wellbeing forum supports staff with services such as clinical psychology. It's training more Mental Health First Aiders to help employees organisation-wide, and there are plans for an Employee Assistance Programme. Staff are encouraged to take advantage of health service discount schemes and boost their health through the Cycle to Work scheme.
New starters get a corporate induction on their first day supported by a comprehensive handbook with information on structure, training, IT systems and what to expect during their probationary period. The HR team checks in with recruits at two and six weeks to ensure they're settling in and to address any concerns early.
Small changes are helping reduce PICS' carbon footprint. Everything from writing to toilet paper is now recycled, plumbed-in water coolers have replaced bottle systems, a Net Zero lead has been appointed, and it's working with Sherwood Forest Trust to plant hundreds of trees – committing to doing it every year on the organisation's birthday.
In April, it hosted its first Financial Wellbeing Week, highlighting the benefits it offers such as Westfield Health, Aviva Digicare, and its EAP. It has also hosted 'in-office' events such as Time to Talk Day and Brew & a Biscuit sessions to encourage people to come together to check in.
Peel provides a training library of events open to all employees to upskill within their role, from emotional intelligence to developing self-esteem and assertiveness skills. It also provides a Personal Development Plan (PDP) which are tailored to each individual, supporting their specific development needs. This reinforces its commitment to the growth of its people.
Employees took on the Great Manchester Run raising a total of £1,682 for Once Upon a Smile. Employees also took part in a special volunteering day to mark World Environment Day - encouraging worldwide awareness and action for the environment. It also plans to raise money at Tough Mudder and MacMillan Coffee Mornings.
A dedicated health and wellbeing programme includes webinars, promotes awareness days, and shares healthy living tips on topics from finances to menopause and prostate cancer. Staff and their families also have private health care provision, including a 24/7 support line.
All employees can access a wide range of courses through the online learning management system, allowing them to learn at their own pace and at a time that suits them. There's a Future Leader Programme for managers, and each department has a training budget supporting staff to take courses aligned with their specific job roles.
All employees are given reusable coffee cups to help reduce the number of cups ending up in the ground. And the company has a dedicated 'ReUse shop' with items saved from landfill. It also uses the many donations of cutlery, cups and glasses in its own departments to keep them from buying new ones.
The organisation runs a process: "SKIPs". The principle is that employees skip their line manager and provide feedback on the business to the next level up. This process was undertaken by the board of directors and every member of the organisation met with a director where they were asked for feedback related to its vision.
The organisation runs a Living Leader programme. It also provides bespoke training tailored to individuals, such as professional finance qualifications and technical training. One leader at Excalibur Communications is on an external leadership programme and the People Director is training in executive coaching.
Excalibur Communications has a charity committee called "Excalibears" who drive its charity fundraising, donations, and volunteering activity. The organisation recently participated in some grounds maintenance at a local hedgehog sanctuary. The organisation also matches any contributions made via the payroll on a monthly basis.
The founders and leadership team have been communicating the 'North Star Ambitions' focused on people, culture, growth, clients and impact, ensuring everyone knows how to contribute. Each ambition has an owner who supports goal-setting across the business. Employees get twice-yearly updates on progress.
Referrals are Daemon's most effective way of bringing in culture-fitting new talent, with one in five new hires via the scheme. An employee who successfully recommends a person for a permanent position gets £2,500 within 12 months. And there's even £200 for a team member who refers somebody on a contract basis.
Daemon's corporate charities are Breadline Africa, which provides educational infrastructure, and Staffordshire Women's Aid. Its staff raise money through activities like runs and step challenges. They also do free-of-charge technical work to help the charities increase web traffic and online donations. Contributions to Breadline Africa have helped build a school facility using a shipping container.
The company ensures its staff have the training to offer its clients the right advice and solutions, providing empathy and understanding. It employs specialist staff to deal with each stage of the customer journey. And employees undertake vulnerable customer training and training that ensures they embody the company's core values.
The company has an interactive Managing People training course, with group exercises and tests to check learning. It covers areas such as recruitment and selection, performance management, employment law and conducting one-to-ones. The Wellness at Work programme also supports managers in areas such a stress management and handling difficult discussions.
From Kiltwalks to bake sales, staff can always get involved in activities to benefit local and national causes. The company has also supported Motherwell's mental health programme and helped Celtic and Rangers support vulnerable fans. Employees have the option of payroll giving, and the company matches any funds raised for its chosen charity.
With medical and dental insurance, a healthcare cash plan, 24/7 access to a GP, sports clubs and fitness classes, staff are supported to stay well. They can also access a digital health support app to track their health, get personalised insights and recommendations and engage with others facing challenges like menopause, cancer or fertility issues.
Employees are recognised for the unique skills they bring. The firm focuses on helping them develop in areas they're good at and offering roles that play to their strengths and unlock their potential. Cooper Parry's L&D offer isn't just about sending people on courses but broader personal development, such as through board breaking and firewalking.
Being B Corp Certified cements the firm's commitment to the environment and society. It promises to volunteer 365 days a year, including a 'Community Day' where all offices close. Staff can help wherever they like or through the 'On Hand' partnership supporting local schools, hospices, homeless shelters, food banks, and the elderly.
In addition to pay rewards, Christies Care has a quarterly, "extra mile" award for which staff nominate colleagues who they think have gone over and above in their roles. It also has annual awards that are linked to the organisation's values, when staff achievements are celebrated.
Managers are supported by senior managers through monthly one-to-one sessions, yearly appraisals and personal-development plans. Training and upskilling is tailored to the individual, and takes the form of in-house teaching and the use of external coaches.
Braving the Shave, a danceathon and the Mighty Hike for Macmillan Cancer Support are among the fundraising activities staff have taken part in to raise money for charity, as well as shoebox filling for a homeless shelter. During mental health awareness week cash was raised for The Befriending Scheme, which supports vulnerable young people.
Blackstone employees are encouraged to start the week on a high with 'Blackstone TV' – a global call in which the leadership team shares valuable insights and updates to connect, motivate and inspire. The team also regularly posts videos, podcasts and newsletters and visits regional offices to host town hall meetings and invite questions.
All Blackstone staff are encouraged to hone their leadership skills. The firm doesn't view them as specific to certain job positions; it wants all employees to be able to convince others of their ideas and make them happen together. All staff are evaluated on their leadership and managerial qualities during the annual 360 review process.
Volunteering is big at Blackstone. It includes mentoring and career guidance for at-risk young people, renovating buildings for those in need and volunteering at food redistribution centres. During 2022, the Blackstone Charitable Foundation donated £336,000 to UK charity partners. Its London employees raised a further £228,500 through their own initiatives.
The organisation has 17 trained Mental Health First Aiders across the business and its Employee Assistance Programme gives staff multiple avenues to discuss their mental health in an open and confidential manner. The HR Team also run Mental Health in the Workplace sessions for Managers, which are compulsory for them to attend.
AJ Bell publish a regular series of interviews with its CEO and other members of the Executive Committee to its staff intranet. The videos cover business and performance updates, as well as personal reflections, and support the organisation’s work on an open and accountable culture. They also ensure staff receive a consistent message from leaders.
In February, the organisation launched its new charitable initiative – the AJ Bell Futures Foundation – initially committing to contribute 0.5% of its profits before tax to the Foundation each year – to establish deep-rooted, long-term partnerships whilst building futures in its communities. To date, it has donated £100,000 to each of its charity partners.
It has introduced regular 1-1 meetings with each employee which gives the opportunity for each person to discuss their goals and for managers to check each person is ok. It also has a suggestion box to be raised at each SMT meeting for discussion.
Just Digital has a golden ticket reward and recognition scheme. This is peer-to-peer recognition and employees are able to award a ticket to another colleague and for that, in exchange, they receive a small gift. That ticket goes into a quarterly draw and then in turn an annual draw to receive bigger prizes.
Dedicated to giving back, the company has 0% landfill waste. Additionally, it has an ESG committee that gives tips on green living; following this, it is aiming to procure sustainable products, for example coffee and company clothing.
The company uses a platform called Fourth as a way to communicate rota and employees can check their payslips and other relevant information. It uploads any new benefits, policies and procedures, and communicates good news stories and general updates. Fourth has been used for less than a year but has been well received.
‘Time doesn’t stand still and neither do we’. This is why Rudding Park Hotels approaches talent with an emphasis on ROI - Return on Individuals. People are the key ingredient to the company; people collaborate to create timeless memories, empathise with those around them, and trust others to do what they say will do.
Rudding Park takes its social responsibility seriously and is keen to support the local community. Spa therapists undertake qualifications with the NHS Natural Health School in cancer care and work closely with The Sir Robert Ogden Centre in Harrogate, providing voluntary complementary therapies and make-up lessons to patients living with and beyond cancer treatments.
Seed introduced a 'buddy system', where every month employees would be buddied up with a colleague and have 20/30-minute weekly calls where they could catch up about anything non-work related. It introduced this as a way of imitating the 'water-cooler chats' that would happen in the office.
One of its recent employee engagement surveys identified how Seed should support the team with progression; the organisation created a clear development guide which gave staff a clear view of how to develop. The structure gave focus on development in the areas employees wanted without being restricted by a single job title.
Community work is something that is very important to Seed and as such, there are many ways in which it gives back. It currently donates monthly to several charities such as Great Ormand Street Hospital and Forest Carbon. It also has a dedicated charity committee that arranges regular charity events for the team to attend.
RSM UK has an annual wellbeing campaign called ‘JanYOUary’ which is designed to help its people to invest time in themselves, supported by a month-long calendar with activity ideas. Each year, the campaign’s focus is adapted to keep it relevant. The organisation has also signed the Global Collaboration for Better Workplace Mental Health pledge.
The organisation utilises open communication between all levels of the business through its Employee Voice Champions (responsible for improving the employee experience at RSM UK), Talk to the Top (employees meet with the leadership team to discuss issues), and Diversity and Inclusion Network Groups (helping to shape the organisation’s EDI policies).
In the 12 months up to 31st March 2023, the RSM UK Foundation made charitable donations of a value of over £730,000. These donations included over £15,000 to Trees for Cities to support ongoing environmental projects and more than £110,000 in partnership with UNICEF in its appeals for Pakistan Floods and the Syria-Türkiye Earthquake.
Employees at The Pedder Group have a clear pathway mapped out that demonstrates how progression can be attained and how the organisation will provide the tools and support to do this. It has established a ‘Fast-track to Manager’ programme which provides year-round training and clear targets to help the employee towards management positions.
The organisation values communicating clearly to employees who it is, what it does, and how it does it. To achieve this, it maintains open lines of communication from the top to the bottom through its Brand Book and Corporate Brochure. These resources are regularly updated ensuring employees have access to the latest organisation information.
Giving back to the community is a core value of the organisation. It has continued to support multiple charities and community causes such as through its local schools’ sponsorship; Cancer Research UK fundraising; its pledge to its local hospice, St. Cristopher’s; Peckham and Dulwich festivals; and clothes and supplies donations to Ukraine.
You’ve explored the Factors - now discover how your organisation can gain deeper insight into what truly drives engagement and workplace culture.
Our approach measures organisational health across eight core areas: My Team, Leadership, My Manager, Personal Growth, My Company, Wellbeing, Fair Deal, and Giving Something Back. Together, they give you a complete view of how your people think, feel, and experience work.
Complete the form and take the first step toward a stronger, more engaged organisation.
